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CCMP 2024 Study Guide > Formulate the Change Management Strategy > Flashcards

Formulate the Change Management Strategy Flashcards

1
Q

What is the purpose of formulating a Change Management Strategy?

A

To develop the overarching approach for how an organization will transition

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2
Q

The Change Management Strategy will expand the details of what three parts of a Change?

A

Scale, scope, and complexity

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3
Q

What 10 elements does the Change Management Strategy define for the change activities needed?

A

Requirements, options, challenges, constratints, opportunities, success criteria, measurements, RACI, governance

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4
Q

What does the Change Management Strategy clarify about the Change?

A
  • Why it is needed
  • What needs to be done
  • Who will do it
  • When it will be complete
  • Expected outcome
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5
Q

What are 12 possible change mangagement workstreams a Change Management Strategy could include?

A

Sponsor accountabilities and activities
Leadership alignment
Stakeholder engagement
Communication
Organization and process design
Culture and behaviour change
Impact assessment and management
Readiness planning
Learning and development
Performance Management
Risk management
Benefit realization and sustainability management

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6
Q

What are 9 key areas to address when Formulating the Change Management Strategy?

A
  • Strength of the Case for Change
  • Sponsorship engagement
  • Degree of behaviour change required
  • Degree of learning a new skill
  • Degree of change impact
  • Amount of financial impact
  • Amount of prior change experience
  • Organizational alignment
  • Capacity for change
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7
Q

What are the results of a weak Change Case?

A

Poor communication, low visibility, minimal sponsorship

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8
Q

What are the results of poor change planning?

A

Poor adoption, insufficient allocation, lack of credibility

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9
Q

When should Change Management intervene in Sponsorship Engagement?

A

If the sponsor does not provide support, lacks active engagement, loses interest, or becomes distracted

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10
Q

Why does the degree of behaviour change matter when Formulating the Change Management Strategy?

A

Behaviour changes are harder to make.

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11
Q

Why does the degree of learning a new skill matter when Formulating the Change Management Strategy?

A

Risk is lower when stakeholders have experience learning

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12
Q

Change success is at greater risk when which two groups are affected?

A

Customers and vendors

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13
Q

What 8 questions should you respond to when Formulating the Change Response?

A

Is the Change incremental or transformational?
Is the Change linear/sequential or multi-faceted/non-linear?
What are the anticipated areas of resistance?
What operational adjustments are needed during transition?
What skills and competencies are required
What technology components are needed during transition?
How will logistics be managed
How will neccesary behaviours be measured?

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14
Q

What is the purpose of Developing a Communication Strategy?

A

To ensure the organization is aware of and unsterstands the rationale for change

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15
Q

What are the 7 components of a Communication Strategy?

A

Case for Change
Stakeholders and Sponsors
Audiences and audience needs
Targeted messaging
Message channels and frequency
Feedback channels
Governance

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16
Q

What is communicated to each type of Stakeholder?

A
  • What is changing
  • Why
  • Benefit to the organization
  • WIIFM
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17
Q

What are 4 elements of effective commuincation?

A
  • Tailored to the need
  • Use feedback
  • Use push and pull methods
  • Use the right strategy
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18
Q

What are some examples of communication strategies?

A

Vertical/Horizontal
Verbal/non-verbal
Informal/formal
Oral/written
Official/unofficial
Internal/external

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19
Q

What should be included in communication governance?

A

Roles, responsibilities, accountabilities, resources, timelines

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20
Q

What are the inputs to Developing the Communications Strategy?

A

Change Definition
Change Impact Assessment
Current Communication Channels, Tools, and Methods
Organizational Readiness Assessment
Project Charter and Documentation
Stakeholder Analysis
Vision Statement

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21
Q

What are the outputs from Developing the Communications Strategy?

A

Communication Strategy

22
Q

What is the purpose of Developing a Sponsorship Strategy?

A

To create a high-level approach for sponsors to promote, gain support for, and drive adoption of Change

23
Q

What are 6 reasons why Sponsors are so important to change adoption?

A

What is important to Sponsors will be Stakeholders
Sponsors build support at all levels
Sponsors can identify and mitigate risks
Sponsors provide resources, budget, and accountability
Sponsors break down barriers
Sponsors provide high-level messaging

24
Q

What are risks in establishing Sponsor support?

A

Sponsor commitment
Sponsor competency
Past sponsor challenges

25
Q

What are the inputs to Developing the Sponsorship Strategy?

A

Change Risks
Organizational Readiness Assessment
Sponsorship Alignment Assessment
Stakeholder Analysis

26
Q

What are the outputs from Developing the Sponsorship Strategy?

A

Sponsorship Strategy

27
Q

What is the purpose of Developing the Stakeholder Engagement Strategy?

A

To ensure that everyone impacted by and who can positively influence Change are engaged in the effort

28
Q

What are variable that can effect Stakeholder engagement?

A
  • Time
  • Availability
  • Negotioable elements
  • Directive vs. collaborative culture
  • Stakeholder Role
29
Q

What are 5 elements to Developing the Stakeohlder Engagement Strategy?

A

Identification
Prioritization
Stakeholder Analysis reference
Stakeholder commitments
Stakeholder inputs

30
Q

What are the inputs to Developing the Stakeholder Engagement Strategy?

A

Current state analysis
Change Impact Assessment
Current Communications Channels, Tools, and Methods
Communication Strategy
Stakeholder Analysis

31
Q

What are the outputs from Developing the Stakeholder Engagement Strategy?

A

Stakeholder Engagement Strategy

32
Q

What is the purpose of Developing the Change Impact and Readiness Strategy?

A

To determine the approach, scope, roles, and responsibilities in impact analysis and readiness planning

33
Q

What are the types of Change Impacts?

A

People, process, tools, organizational strucutre, job roles, and technology

34
Q

What are the inputs to Developing the Change Impact and Readiness Strategy?

A
  • Stakeholder Engagement Strategy
  • Change Impact Assessment
35
Q

What are the outputs from Developing the Change Impact and Readiness Strategy?

A

Change Impact and Readiness Strategy

36
Q

What is the purpose of Developing the Learning and Development Strategy?

A

To define knowledge, skills, and competencies required for adoption

37
Q

What are the three parts to Developing the Learning and Development Strategy?

A

Demonstrate the Need
Define High-Level Approach
Determine Evaluation Techniques

38
Q

How does the Learning and Development Strategy demonstrate the need?

A

It describes what Stakeholders must be able to do differently and the knowledge, skills, and abilities required

39
Q

What are the four parts to defining a high-level approach when Developing the Learning and Development Strategy?

A

Explaining Methods and Tools
Identifying Resources
Estimating Timeline
Identifying Deliverables

40
Q

What are 7 examples of Learning and Development methods?

A

Instructor-led training (in person and virtual)
Computer-based
Webcasts/Podcasts
Role plays
Simulations
On-the-job
Gamification

41
Q

When should Learning and Development occur?

A

Close enough to the actual change so that Stakeholders remember what they learned

42
Q

What 6 considerations should be made when identifying deliverables while Developing the Learning and Development Strategy?

A

License cost of dev tools
Training environments
Data used in training
Piloting training
Governance for sign-off
Transition training from project to “business as usual”

43
Q

What are the inputs to Developing a Learning and Development Strategy?

A
  • Learning Needs Assessment
  • Stakeholder Analysis
44
Q

What are the outputs from Developing the Learning and Development Strategy?

A

Learning and Development Strategy

45
Q

What is the purpose of Developing the Measurement and Benefit Realization Strategy?

A

To define the success criteria and monitor progress towards achieving them

46
Q

What are the 6 components of the Realization Strategy?

A

Owners for each measure
When and how data is collected and reported
How to address slippage
Reward strategies
Timelines
Communication of targets

47
Q

What are the inputs to Developing the Measurement and Benefit Realization Strategy?

A

Strategic Plan
Case for Change
Change Objectives and Goals
Project Charter
Success Criteria

48
Q

What are the outputs from Developing the Measurement and Benefit Realization Strategy?

A

Measurement and Benefit Realization Strategy
Revised Performance and Rewards Targets

49
Q

What is the purpose of Developing the Sustainability Strategy?

A

To Describe how the change will become part of the organizations normal functioning

50
Q

What 7 things should a Sustainability Strategy Strategy cover?

A

Ongoing socialization of the Change
Metrics tracking
Performance management
Rewards and recognition
Sustained ownership
Knowledge transfer
Continuous improvement

51
Q

What are the inputs to Developing the Sustainability Strategy?

A

Business Case
Change Objectives and Goals
Change Risk Assessment
Project Charter and Documentation
Strategic Plan
Success Criteria and Measures

52
Q

What are the outputs from Developing the Sustainability Strategy?

A

Sustainability Strategy

CCMP 2024 Study Guide (6 decks)

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